we can’t use the term “fail” any more in the future, you want to use “exploration” instead, since “heroes, defeated heroes.” We need analyze the success or failure of the project, even it telling us the way is blocked, is also a kind of exploration.

Apple a lot of money, but too conservative; we don’t have any money, but pretend to be rich as crazy investments. We have no money, but still dare to do, Apple is so rich, why it did not do more? If Apple continues to lead the move human society, we can follow their lead if Apple can’t put more money, you can only follow us, we will become as rich as Apple.

We will have two decision-making system, a decision-making system is the ideal Technology Center system, a decision-making system is customer-centric, Strategic Marketing base on realism. Two systems in the middle of strong debate, compromise and achieving development goals.

The egg broke to the inside from the outside, it is a “fried egg”; break eggs from the inside to the outside, it’s a new life. I also don’t like the NFV or SDN because they will upset the pattern and structure of our entire communications network, but I do not want to be a someone from the outside to break us “fried egg”. Embrace the challenges, embracing Subversion, this is our attitude towards future SDN, NFV.

Don’t always think of a glory of leadership, not to bear this heavy burden slogans, and honor is useless for Huawei.

The original Chinese article can be viewed at http://mp.weixin.qq.com/s?__biz=MzA3NDQxNjg5OQ==&mid=2651918415&idx=1&sn=9273f03dac2f0f8862151c4340cd46d6&scene=5&srcid=0724CiieTOyJlDFYAfrUZchI#rd

John Allspaw discusses fault tolerance, anomaly detection and anticipation patterns helpful to create highly available and resilient systems. It is a good talk if you are working on alert and monitoring.

Ashish Kumar presents how Google manages to keep the source code of all its projects, over 2000, in a single code trunk containing hundreds of millions of code lines, with more than 5,000 developers accessing the same repository.

Leslie Lamport makes the case for separating the design details of what a program should do and how it should work from the business of writing code, and discusses how the design process should work. This is not a testing talk, Leslie from Microsoft was the winner of the 2013 Turing Award for imposing clear, well-defined coherence on the seemingly chaotic behavior of distribute

Elisabeth Hendrickson is the Director of Quality Engineering for Cloud Foundry at Pivotal Labs. She is the award winning author of “Explore It!: Reduce Risk andIncrease Confidence with Exploratory Testing” and tweets as @testobsessed.

Wojciech Seliga shares from experience how complex it can be to deal with thousands of tests -unit, functional, integration, performance- for Atlassian JIRA and what they did to bring it under control.

Configuration management is the foundation that makes modern infrastructure possible. Tools that enable configurationmanagement are required in the toolbox of any operations team, and many development teams as well. Although all the tools aim to solve the same basicset of problems, they adhere to different visions and exhibit different characteristics. The issue is how to choose the tool that best fits eachorganization’s scenarios.

On October 28th and 29th, GTAC 2014, the eighth GTAC (Google Test Automation Conference), was held at the beautiful GoogleKirkland office. The conference was completely packed with presenters and attendees from all over the world (Argentina,Australia, Canada, China, many European countries, India, Israel, Korea, New Zealand, Puerto Rico, Russia, Taiwan, and many US states), bringing withthem a huge diversity of experiences. Below are a list of talks I watched or planned to watch

Never Send a Human to do a Machine’s Job: How Facebook uses bots to manage tests

Facebook doesn’t have a test organization, developers own everything from writing their code to testing it to shepherding it intoproduction. That doesn’t mean we don’t test! The way that we’ve made this scale has been through automating the lifecycle of tests to keep signal high andnoise low. New tests are considered untrusted and flakiness is quickly flushed out of the tree. We’ll be talking about what’s worked and what hasn’t to buildtrust in tests.

Many open source tools are available for continuous integration (CI). Only a few operate well at large scale. And almost none are built toscale in a distributed environment. Come find out the challenges of implementing CI at scale, and one way to put together open source pieces toquickly build your own distributed, scalable CI system.

Every day, Netflix has more customers consuming more content on an increasing number of client devices. We’re also constantly innovating toimprove our customers’ experience. Testing in such a rapidly changing environment is a huge challenge, and we’ve concluded that running tests in ourproduction environment can often be the most efficient way to validate those changes. This talk will cover three test methods that we use in production:simulating all kinds of outages with the Simian Army, looking for regressions using canaries, and measuring test effectiveness with code coverage analysisfrom production.

There is growing interest in leveraging data mining and machine learning techniques in the analysis, maintenance and testing of softwaresystems. In this talk, Celal will discuss how we use such techniques to automatically mine system invariants, use those invariants in monitoring oursystems in real-time and alert engineers of any potential production problems within minutes.

The talk will consist of two tools we internally use, and how we combine them to provide real-time production monitoring for engineers almost for free:

A tool that can mine system invariants.

A tool that monitors production systems, and uses the first tool to automatically generate part of the logic it uses to identify potential problems in real-time.

Wesley Chow presents Chartbeat’s real-time analytics platform and how able to handle the requests in a cost efficient manner using a customwritten analytics engine in C and Lua. He also talks about numerical problems that arise from scale, and some algorithmic challenges and solutionsencountered while measuring tens of billions of engaged minutes every

Jeremy Edberg discusses how Netflix designs their systems and deployment processes to help the service survive both catastrophic events likezone and regional outages and less catastrophic events like network latency and random instance death.

In this eMag we share real war stories from organizations that have adapted and evolved towards their own DevOps culture. The successes andthe failures. The breakthroughs and the steps backwards. The technical advancements and the people changes.

In this eMag, we curated a series of articles that look at automation in the cloud and management at scale. We spoke with leadingpractitioners who have practical, hands-on experience building efficient scalable solutions that run successfully in the cloud.

Jeff Lindsay is the author of Dokku and many Docker related OSS projects. He is the co-founder and principal of Glider Labs, a devopsconsultancy specializing in modern, Docker-oriented system architectures. He was involved in the early stages of Docker development, and has worked withmany other organizations such as Twilio, Digital Ocean, NASA Ames on distributed systems and developer platforms.a

Mike Beltzner describes the tools and techniques used to keep Pinterest’s platform stable andresponsive. Garrett Moon dives into the technology they developed.

I strong suggest you watch the talk if you are developing mobile apps or you are building app stores. This talk shows quite a lot of tools (such ascocoapods) and techniques to improve your apps and also some strategy used for app development, such as dogfood, A/B testing, incrementalrollout, three week release cycle, and monitoring.

At a recent Google Tech Talk in New York, Lindsay Pasricha, software test engineer at Google for the last eight years, provided a peek into the test and release processes for Google Chrome for iOS, exploring product development strategy, automated testing frameworks, and manual testing processes. Here a summary of the most important takeaways.

In the past years, mobile applications took the world by storm and already changed the way we usethe internet for work or leisure. Various technologies emerged to create mobile apps and development processes start to consider mobile as first class citizens.But even though mobile already seems to be omnipresent, the future is just about to start. We’re facing new generations of mobile devices like wearablesor lots of mobile gadgets that make up the Internet of Things. We will be confronted with new types of user interfaces for displaying data as well asaccepting commands. And we will recognize more and more companies going real mobile first. All this will influence the way we design, develop and testsoftware in the coming years.

Eugene Dvorkin provides an introduction to Storm framework, explains how to buildreal-time applications on top of Storm with Groovy, how to process data fromTwitter in real-time and the architectural decision behind WebMD MedPulsemobile application.

Brian Degenhardt discusses lessons that Twitter learned managing a high rate ofchange and complexity, and how those can be applied anywhere. Brian Degenhardthas founded a successful startup, worked on console game development, writtencode that ran in the space shuttle, and scaled serving infrastructures onPentium 2s in the late 90’s. He currently works on Core Systems Libraries atTwitter, lured by their scalability challenges and use of functionalprogramming.

Roman Shaposhnik expands on the previous year’s “Hadoop: Just the Basics for BigData Rookies”, diving deeper into the details of key Apache Hadoopprojects. He starts with a brief recap of HDFS and MapReduce, then discussesmore advanced features of HDFS, in addition to how YARN has enabled businessesto massively scale their systems beyond what was previously possible.

Matei Zaharia talks about the latest developments in Spark and shows examples of howit can combine processing algorithms to build rich data pipelines in just a fewlines of code. Matei Zaharia is an assistant professor of computer science atMIT, and CTO of Databricks, the company commercializing Apache Spark.

In this solutions track talk, sponsored by Cloudera, Eva Andreasson discusses howsearch and Hadoop can help with some of the industry’s biggest challenges. Sheintroduces the data hub concept.

]]>https://blogs.msdn.microsoft.com/qingsongyao/2015/02/06/reading-for-bigdata-and-telemetry/feed/0My reading for Engineering System and Continuous Deliveryhttps://blogs.msdn.microsoft.com/qingsongyao/2015/01/30/my-reading-for-engineering-system-and-continuous-delivery/
https://blogs.msdn.microsoft.com/qingsongyao/2015/01/30/my-reading-for-engineering-system-and-continuous-delivery/#respondFri, 30 Jan 2015 15:11:00 +0000https://blogs.msdn.microsoft.com/qingsongyao/2015/01/30/my-reading-for-engineering-system-and-continuous-delivery/ Below is the list of talks which in my reading list for Engineering System and Continuous Delivery

Jason Toy talks about the evolution and history of LinkedIn’s release strategy. JasonToy drives the direction for build automation at LinkedIn, focusing on thecommit to release pipeline with the ultimate goal of allowing developers tomove code from dev to prod in 30 minutes.

Hans Dockter presents an in-depth treatment of build systems concepts. Hans Dockteris the founder of Gradle and Gradleware. He is a thought leader in the field ofproject automation and has successfully been in charge of numerous large-scaleenterprise builds

Jimmy Bogard takes a look at how Octopus enables continuous delivery and what itoffers over standard tooling. Jimmy Bogard has delivered solutions ranging from shrink–wrapped products toenterprise e–commerce applications for Fortune 100 customers. Jimmy is a memberof the ASPInsiders group, the C# Insiders group, and received the MVP award forASP.NET in 2009-2013. Jimmy is also the creator and lead developer of thepopular OSS library AutoMapper.

Dianne Marsh presents the open source tools used by Netflix to keep the continuousdelivery wheels spinning. Dianne Marsh is a Director of Engineering for Netflix in Los Gatos, CA, where sheleads a team responsible for tools and systems used by nearly all engineers inthe company for continuous integration, delivery and deployment to the AWScloud.

]]>https://blogs.msdn.microsoft.com/qingsongyao/2015/01/30/my-reading-for-engineering-system-and-continuous-delivery/feed/0Not a tester any morehttps://blogs.msdn.microsoft.com/qingsongyao/2014/11/13/not-a-tester-any-more/
https://blogs.msdn.microsoft.com/qingsongyao/2014/11/13/not-a-tester-any-more/#commentsThu, 13 Nov 2014 00:09:00 +0000https://blogs.msdn.microsoft.com/qingsongyao/2014/11/13/not-a-tester-any-more/I was not a tester (in title) for 5 months and the experience is awesome. I was actually not a tester for almost two years since I owe zero tests, zero sign-off and write zero tester for others. The major trend inside Microsoft is combined engineers with no dedicated testers and test teams. If you are interesting, I can share some blogs about this.

You may wonder what I am doing now? I am a developer in our telemetry team and I

report to one manager, but spend half of times to help other manager to develop dev ops tools since who you report to is not import, but what value you can add does matter.

full time seat with my customer (SQL Azure developer) and solve their issue in matter of hours (not days or weeks).

treat my customer’s request as highest priority, saving their time is more important than saving my time.

write an automatic bot to resolve SQL Azure Livesite issue automatically with less than one minute resolving time, and save our Livesite engineers hundreds of time (they don’t get wake up during night).

organize Yamjam for our service to bring the bridge between we and customer.

help to host other team’s site which is used by many time when their team does not exist any more.

try to use the principle I learned to my project every day, such as unit testing, continuous integration, A/B testing, deployment automation.

]]>https://blogs.msdn.microsoft.com/qingsongyao/2014/11/13/not-a-tester-any-more/feed/1Recommend testing article "Leading a Culture of Effective Testing"https://blogs.msdn.microsoft.com/qingsongyao/2014/08/17/recommend-testing-article-leading-a-culture-of-effective-testing/
https://blogs.msdn.microsoft.com/qingsongyao/2014/08/17/recommend-testing-article-leading-a-culture-of-effective-testing/#respondSun, 17 Aug 2014 17:13:07 +0000https://blogs.msdn.microsoft.com/qingsongyao/2014/08/17/recommend-testing-article-leading-a-culture-of-effective-testing/Last week, I came cross a great article by Wes McClure “Leading a Culture of Effective Testing”, which I like most of his ideas:

“Sharing the responsibility and allowing developers to contribute to supporting the systems they create is the first step towards reaping the benefits of effective testing.”

“When testing is given to another team, it’s almost always manual and when it is automated it’s usually an end to end test that is difficult to maintain. Isolated testers rarely have the insight nor capability to test on a lower level within the application and especially not on a unit level where the majority of effective verification is done!”

“The most effective testing I’ve been involved with was for projects where the outcome of the software was the foundation of everyone’s focus. Instead of being told what to do, for example what report to create, I knew what business outcome was desired and could help decide what reports were necessary.”

“Testing without purpose is like a form of punishment! Tests that don’t help actually hurt, they add to the code that has to be maintained. Furthermore, useless tests lead to confusion in the long term as tests are highly regarded as sacred descriptions of how the system should work.”

Based with Douban’Engineering Vice President Duan Nian Wei Zhuang table conversation rather thaninto, the two sides mainly discussed how to give the team a set of rules, howto transmit values, right motivation strategies, how to examine topics such asengineers.

Introduction of guests

Duan Nian, incumbent DoubanVice President of engineering. Started programming (BASIC) in 80s, individualsinterested in entering the software industry with the support of, successivelyserving in companies such as Huawei, new technology, joined Google in China. Insoftware development, testing, software, team management and other fields areinvolved, recently focused on team-building, engineering culture. Interested inways to improve team productivity and personal skills.

Profile

Douban’ s developmentmanagement is based on a set of constraints and rules. Constraints arefundamental, rules based on constraints to development. We have three basicconstraints:

1.Final evaluationcriteria depends on the contribution to product line

2.To do things the rightway

3.Must have technicalobjectives

1st is arguably performancerecognized principles, that is, what kind of performance can be recognized.writing 1000 lines of code is not a performance indicate, what value youbringing is. When you don’t have a direct contribution to the business, but increasingproductivity, this is also count.

2nd is that we do not acceptlow-quality code. Good taste of engineers natural with it.

3rd can also say we areasking members of the pursuit of code. If we are looking for a person, if heonly work as a task, lack of enthusiasm for upgrading their technology itself,so even if he was again well, we refuse. Such a person might just focus onperformance, rather than focus on smarter, more efficient way of doing things.

Based on this three-pointconstraints, we have formulated a number of rules, these rules can lead toother rules, but each team also produce their own set of rules.

For example, each code mustto be do code review, this is a general rule. This rule needs the support oftools, which is why we develop CODE platform in the first place. Our codereview is a process of relative autonomy, not from top to bottom or from bottomto top. Basically, every team will be formed inside one or two people with codecleanliness, and they’re finding low-quality code for such a role.

Code review tasks, under theCODE platform, derives from other rules, such as in the merge code before youimplement CI, as well as branching rules, submitted to the rules of the code,and so on. Of course, this also requires tools support. CODE as a platform canbe implemented well to accommodate these rules.

Within each team, if your PMwant to decide how to do distributing the task, they may have different rules.Some teams had created 20% not function development rules, specifically do with20% time to generate long-term value development, such as debt-repairtechnique. Some teams take consultative manner to distribute workloads that arenot visible at a time. These are derived from the team’s pursuit of technology.

Overall, the constraints arethe same, the rules can be adjusted.

how to formulate the rules

The management 3.0, this booksays: good managers is not the rules of the game makers. We tend to let theteam his own team rules in a democratic way, I try not to meddle. Of course, inthe early stage of team development, and you can also try to set some rules,but you will find that these rules will be replaced by new rules arising fromwithin the team.

As managers, we could nothelp but to like a game designer to design rules, but this is impossible todefine the rule, we should not do so. We ought to emphasize constraint definesthe boundary rules to ensure no conflict rules with constraints.

Some are more attention toconsistency, especially ideological consistency, unity of values, I disagree onthis point. I think the unity of this thing makes no sense. The so-calledconsensus, there are generally three levels:

1.Vision: Is “what to doand what not to do.” For example to put ads on the page, it should do it,everyone will have their own opinions.

2.Value: Is the“how to do things,” under the vision, reflected by rules andconstraints. I think values is not something pasted on the wall–the mantra onthe wall, are generally less stuff.

3.Rules and restrictions.That is in practice. Rule is a thing which can easily be copied, such as thedevelopment process, you see everyone with a pull request to submit, you caneasily do so. In this process, the values have been enhanced.

For me, I prefer allconsistent in behavior rather than to pursue the thought consistent. Rulecreation process should be democratic, the process requires conflict,collision, compromises–because our thought is not consistent and rule once itis established, every individual should abide by the rules.

How to encouragecross-team collaboration and sharing

In early time, our companyonly have no more than 20 people, was not yet divided into product lines, allthe tasks in a pool, open on the Trac, if you interest one taks, do it byyourself. Of course, there are some constraints, such as a practice is“maintains its own code.” After year 2009 , in order to solving theownership and rapid response to keep small teams, we entered into a productline approach. In the line mode, engineer’s job is relatively fixed, not like Iused to walk a public pool.

This horizontal linkagesweakened between engineers, good experience, systems, principles cannot beshared across product lines, while engineers also are limited to a product linewithin a long time may seem boring.

So last year, we used a lotof energy to push cross-team collaboration. First approach is to establish acommon pool, giving individuals more chance of the outcome, but there is noparticularly good results. Now we focus on the performance rules, makescross-team’s contribution can be recognized by bean performance system,although they can’t say a lot, but compared to last year’s attempt is moresuitable for some.

Incentive mechanism

Our use of incentives verycarefully. On one hand you have to say they saw the employee contribution, careabout the contribution, on the other hand you have incentives to avoidexcessive and cause deterioration, becoming inspired to do spontaneous behavioris one thing.

Last year, we have anemployee voluntarily cleaning up unwanted data in a database, put a lot ofspare time, let the database access speed has been greatly enhanced. So, Ishould give him a bonus? Obviously, this is a very valuable and should beencouraged to contribute, but instant cash rewards are not the best way.Because the direct cash incentives would likely lead to motivation to change.And sharing is, we also considered to share a points system, but we’re veryconcerned that would metamorphose into an internal drive to an external drive –not the reward, we will not share it? And you set the score, some tasks morecredits, and some tasks less integral, and would lead to “pick”problem.

Incentive balance how canthis thing do? I agree that bonuses and salaries had better go with theperformance appraisal, rather than an event-specific bonuses – would lead tospontaneous behavior modification is on the one hand, on the other hand is verylikely to be fair. For employees doing good rates incentive is as it should be,but not necessarily with money. Coat of arms of the CODE system is a goodinstant incentive–the coat of arms of saw his effort on my behalf, can also bedisplayed for others to see, you can have very good communication withoutadverse interference on the internal drive.

Assessment systems mainly tosolve how to evaluate engineering problems. Basically, we did not set specificquantitative targets, primarily two basic points: one is face to face, face toface with tech lead assessment of every engineer. Another is public, is thatall of the engineer’s assessment basis is open to the public. We did anassessment every six months, and 3 days each time 5 or 6 tech lead, we candiscuss and even PK, all kinds of reasons to have an article. Now all of theassessments I have participated throughout the development team now, more than130 people, basically I need everyone, long-term growth in the future, I hopethat the assessment process into the Commission’s Forms.

However, I think theassessment of performance evaluation is not the most important part. Evaluationthe most important part of goal-setting and should be checked on a regularbasis, there has been more, such as how to delegate and how to targetselection, and so on. Administrators manage objects not people, but the system:for the team this system, how do you make team recognized objectives andconstraints, how to make the team are capable of forming their own rules, toharmonize these rules with the goal, this is the team managers should focus onthings. For people management, managers should do a maximum incentive level,people further down the assigned things don’t fit anymore. Team themselves aslong as there is a goal, it will spontaneously go, you don’t need to payattention to the team what to do.

Now market Shang manymanagement of theory, are has respective stressed of points, like KPI or bonus,actually you will found many theory Zhijian is conflict of, because they no putcompany overall into considerations, but only see a a level, a part, on withthis a part derivative out set management theory, looks is has truth, butreally to practice up, which many are just is “looks is beauty” just.

Finally recommends two books:a book is mentioned by me earlier management 3.0, which provides a very goodframework and managers need to consider the dimension. Although the author ofthis book in order to snap “management in complex theory” this“subversive” theme, referring to a lot of classical management theoryalso exist in concept, deliberately using different names or description–fromthis point that the author is a little “trick”, but the book is stilla good book. The 3.0 refers to the complexity of the theory of knowledgemanagement can be found in Melanie’s book, the complex, the complex, this bookintroduces the basic theory of many complex areas, such as cellular automata,ants, chaos theory, non-Turing machine, bio-information engineering and forunderstanding complex systems has been a big help. Of course, you want to knowmore about complex theories, Hofstadter book is not to be missed.